Employee's work life balance in ONGC-A'Bad

Summer Internship Project
Report
On
‘EMPLOYEE’S
WORK LIFE
BALANCE’
At
ONGC
Submitted to
Institute Code:
725
Institute Name:
Kalol Institute of
Management
Under the Guidance
of
PROF. AAYESHA
PATEL
(Assistant Professor)
In partial Fulfillment of the Requirement of the award of the degree of
Master of Business Administration
(MBA) Offered By
Gujarat Technological University
Ahmedabad
Prepared by:
HIRAL MODI
< 177250592057>
MBA (Sem – 3)
August- 2018

ii
DECLARATION
I hereby declare that the Summer Internship Project Report
titled “EMPLOYEE’S WORK LIFE BALANCE’ in ONGC is a result of my
own work and my indebtedness to other work publications, references, if any,
have been duly acknowledged. If I am found guilty of copying from any other
report or published information and showing as my original work, or
extending plagiarism limit, I understand that I shall be liable and
punishable by the university, which may include ‘Fail’ in examination or any
other punishment that university may decide.
ENROLMENT NO. NAME SIGNATURE
177250592057 HIRAL MODI
PLACE: DATE:

vi
PREFACE
This company ONGC is management carrier and to develop good manager it is necessary
that the theoretical must be supplemented with exposure to the real environment. Practical
knowledge just provides the base and it’s not sufficient to produce a good manager that’s why
practical knowledge is needed. Therefore the research product is an essential requirement for the
student of MBA. This research project not only helps the student to utilize his skills properly
learn field realities but also provides a chance to the organization to find out talent among the
budding managers in the very beginning. In accordance with the requirement of MBA course.
The main objective of the research project was to study the two instruments and make a detailed
comparison of the two.
This report is prepared to fulfill the requirement of the MBA program of KALOL
INSTITUTE OF MANAGEMENT, KALOL on “WORK LIFE BALANCE OF ONGC.”. I
chose ONGC because it is the largest company in India and also in world. It has a great financial
influence over the country, it provides the employees best salary, best facility for living, best
facility from work place, best environments and also skillful person and best carrier. ONGC
help to development of self and also others.
In the globally we show that ONGC is best industry and company. Company has scope to
development the country. In the global are ONGC is best industry and company.

vii
AKNOWLWDGEMENT
I wish to acknowledge the help of all these who have provided me with the information,
guidance and other help during my research without their help it would have been impossible for
me to complete my research report.
In this project report I have drawn on thoughts from a variety of discipline that has bearing on
the different facts of the topics. I own a profound intellectual debt to numerous authors whose
authors have shaped my thinking on this subject.
I am also thankful to ONGC, Chandkheda Company which has given me chance to SIP.
I am also thankful to ASTHA BISHNOI( IR section, ONGC CHANDKHEDA) who give
me valuable information and help me to prepare project. Without her this project incomplete.
I am also thankful to GUJARAT TECHNOLOGICAL UNIVERSITY who has given me
this chance of research.
I am also thankful to my college KALOL INSTITUTE OF MANAGEMENT because my
college gives me opportunity for the making this project report.
I am thankful to Mr. PRAKASH KUMAVAT who is HOD of the college. He is helps to
gives this opportunity and we work on this project.
I am big thankful to Prof. AAYESHA PATEL for their valuable advice and without her
this project is impossible to make. She gives guidelines about this project.
I would also like to acknowledge all those who have directly or indirectly helped me in
completing this project.

viii
EXECUTIVE SUMMERY
I HIRAL MODI make project report on ONGC Company. On my SIP I make report
about WORK LIFE BALANCE of ONGC employees which area is CHANDKHEDA. ONGC is
India’s 1st
company which is produce oil, crude oil, petroleum etc.
In the industrial profile shows that Oil & Gas are industry produced oil and other
minerals. Oil and Gas industry is heart of ONGC. OIL & GAS Industry are word’s top 10
industries. In OIL & GAS industry show it’s SWOT analysis, global scenario of industrial, what
are contribution of the industry, what are current scenario, who are major player of industry,
what say porter’s model.
In company profile company located the Dehradun, A’bad, Mehsana and etc place.
Company’s vision and mission to provide oil and company also have also biggest industry. Here
what are functions of the 3 most important levels, what are products of ONGC, CSR activities of
company, SWOT analysis of the company, organization structure of the Company.
In Topic how to balance our work how we balanced both life what are type and most
important things that how we resolved if any problem arise. The important about that topic is that
what are advantaged of work life for EMPLOYER, EMPLOYEES & COMPANY. How
company manage their employees and how employees fulfill all the hope of company. There are
show it’s types, why employee’s can’t balanced their both life it’s reasons and it’s solutions.
In literature review we shows that WORK LIFE BALNCE as Belief, as fit, as
equilibrium, and how it was in traditional way and what other author says about it.
In the research methodology ONGC how many employees, which type of questioner,
which are I selected, which tools we used for research.
In data analysis we shows that I analysis over all questioner and I interoperated it. Data
analysis is main part of this project without it I can’t survey and not to reach to problems. Data
analysis is shows that what are feedback from employee’s and what they want from the
company. In the data analysis I collect reviews from employees and if they dissatisfied and not
agree so what are reasons of it.
In finding what I find overall project. What I learn from feedback.

ix
In suggestion I suggested from this project to the company for their problems and how
company solved problems of employees and what employees do for maintain their both life.
In conclusion part what I actually conclude from SIP project.
Bibliography is that what I used for research.
In annexure I attached questioner.

x
Table of Contents
DECLARATION...................................................................................................................................ii
INSTITUTE CERTIFICATE ..............................................................................................................iii
COMPANY CERTIFICATE ...............................................................................................................iv
PLAGIARISM REPORT......................................................................................................................v
PREFACE.............................................................................................................................................vi
AKNOWLWDGEMENT ....................................................................................................................vii
EXECUTIVE SUMMERY.................................................................................................................viii
Chapter 1: Introduction of Oil and Gas Industry ................................................................................1
1.1 Introduction of industry .....................................................................................................................2
1.2 Listings and Shareholding..................................................................................................................5
1.3 Market size of industry ......................................................................................................................6
1.4 Global scenario of oil & gas industry: ..............................................................................................12
1.5 Current scenario of Oil & Gas industry: ...........................................................................................14
1.6 Contribution of Oil & Gas industry in world market:........................................................................16
1.7 Top 10 largest world oil companies by reserves and production .......................................................17
1.8 Major Player of Oil & Gas Industry: ................................................................................................18
1.9 Top 10 Largest Oil and Gas Companies in India: .............................................................................18
1.10 Porter's Five Forces Analysis Of Oil And Gas Industry: .................................................................19
1.11 SWOT analysis of oil and gas industry:..........................................................................................23
Chapter: 2 Introduction of ONGC Company.....................................................................................24
2.1 INTRODUCTION OF COMPANY .................................................................................................25
2.2 ONGC Corporate Profile - The Largest Energy Company in India ...................................................26
2.3 Vision of ONGC..............................................................................................................................27
2.4 Mission of ONGC............................................................................................................................27
2.5 History of ONGC ............................................................................................................................28
2.6 Board Level Committees .................................................................................................................29
2.7 Technology......................................................................................................................................31
2.8 Joint Ventures..................................................................................................................................31
2.9 Core Business Expertise ..................................................................................................................32
2.10 Products of ONGC:........................................................................................................................33

xi
2.11 Organization Structure:..................................................................................................................34
2.12 ONGC Group of Companies: .........................................................................................................35
2.13 Hierarchy of ONGC:......................................................................................................................36
2.14 CSR activity of ONGC ..................................................................................................................38
2.15 SWOT analysis of company:..........................................................................................................39
Chapter 3: Introduction of Work Life Balance ..................................................................................40
3.1 Work life balance meaning: .............................................................................................................41
3.2 Work life balance definitions: ..........................................................................................................42
3.3 Work life balance by author.............................................................................................................42
3.4 Work life balance important:............................................................................................................43
3.5 Types of Work life balance..............................................................................................................43
3.6 Reasons for imbalance in work life balance:.....................................................................................44
3.6 Solution of imbalance work life: ......................................................................................................45
3.7 Work life balance advantages: .........................................................................................................45
3.8 Weakness of work life balance:........................................................................................................47
Chapter 4: Literature Review .............................................................................................................48
4.1 Literature review on work life balance: ............................................................................................49
Chapter 5: Objective & Problem Study..............................................................................................53
Objective of study: ................................................................................................................................54
Problem statement:................................................................................................................................54
Chapter 6: Research methodology......................................................................................................55
6.1 Sources of Research Data: ...............................................................................................................56
6.2 Sampling design: .............................................................................................................................56
Chapter 7: Data Analysis ....................................................................................................................57
Chapter 8: Findings.............................................................................................................................82
Chapter 9: Learning from Project......................................................................................................84
Chapter 10: Suggestion .......................................................................................................................86
Chapter 11: Conclusion.......................................................................................................................88
Chapter 12: Bibliography....................................................................................................................90
Chapter 13: Annexure.........................................................................................................................93

1
Chapter 1:
Introduction of Oil
and Gas Industry

2
1.1 Introduction of industry
2016 could well turn out to be a pivotal year in terms of effecting significant
transformation in the way the world functions – be it the manner in which sovereign
governments administer, the priorities of policy formulation and market interventions, the
dynamics of regional and international trade partnerships and movement of goods and services or
the pace of economic recovery and consolidation in developed markets and the growth trajectory
of emerging economies.
The recovery in crude oil prices from their historic lows of early 2016 in the latter half of
the year was not readily accompanied by a more enthusiastic outlook on global trade and
investment in the longer term as there is a vast amount of uncertainty surrounding the potential
implications arising out of the host of developments, most notably UK’s exit from the European
Union (‘Brexit’) in June and the result of US elections in November 2016, both signifying a rise
in protectionist and nationalistic tendencies around the world.
In terms of growth, there was a palpable shift in gears in the second-half of 2016 with
buoyancy in financial markets and a cyclical recovery underway in manufacturing and trade
which supported the global GDP growth rate at 3.1% (same as 2015). Further, as per the latest
World Economic Outlook of IMF, growth in oil and gas industry is projected to rise from 3.1%
in 2016 to 3.5% in 2017 and 3.6% in 2018.

3
However, this improved outlook in oil and gas industry is more of a reflection of
economic stabilization subsequent two consecutive years of stymied economic activity rather
than a legitimate signal of a robust and sustained revival of global demand. Concerns on low
productivity growth, increasing income inequality, persistent commodity market volatility,
unflattering demand uptick and repercussions of China’s transition to a domestic consumption-
led and service-oriented economy from a capital-intensive manufacturing hub, among others,
will continue to pose interesting questions to sovereign governments, leaders and international
multilateral agencies in their attempt to explore the possibility of devising an economic roadmap
of sustainable growth creation.
The World growth, estimated as in the October 2016 World Economic Outlook (WEO),
at 3.1% in 2016, is projected to increase to 3.5% in 2017 and 3.6% in 2018. In line with the
stronger-than-expected pickup in growth in advanced economies and weaker-than-expected
activity in some emerging market economies in the latter half of 2016, the forecast for 2017–18
envisions a rebound in activity in advanced economies that is faster than previously expected,
while growth in 2017 is forecast to be marginally weaker in emerging market and developing
economies. The broad story remains unchanged: over the near and medium-term, most of the
projected pickup in global growth will stem from stronger activity in emerging market and
developing economies.
Oil prices are expected to rise to an average of $55 a barrel in 2017–18, compared with
an average of $43 a barrel in 2016. Non-fuel commodity prices, in particular for metals, are
expected to strengthen in 2017 relative to their 2016 averages as a result of substantial

4
infrastructure spending in China, expectations of fiscal easing in the United States, and a general
pickup in global demand. Global economic activity is picking up speed, but the potential for
disappointments remains high, and momentum is unlikely to be sustained in the absence of
efforts by policymakers to implement the right set of policies and avoid missteps.
One of the most significant results of the globalized economic world order, especially
post World War II, has been a notable surge in growth in a number of emerging markets and
developing economies. Richer countries have continued to grow as well, but with less impressive
income gains over the past 10 years when compared with previous decades and certainly when
compared with the more successful emerging markets and developing economies. As this
process coincided with deepening global economic integration, the economic model of the free
movement of goods and factors of production is being increasingly questioned as a politically
viable mechanism for delivering broad-based growth and support for inward-looking
protectionist measures and restrictions on the cross-border movement of people is gaining
ground.
Heightened restrictions on trade and capital flows would impose broad economic costs,
harming consumers and producers alike, with the potential to leave all countries worse off if
protectionism begets retaliation. The challenge will be to preserve the gains from cross-border
economic integration while ramping up domestic policy efforts to ensure that those gains are
shared more broadly.
As such, for many economies, continued demand support and well-targeted structural
reforms to lift supply potential and broaden economic opportunities across the skills spectrum

5
remain key goals. The precise combination of priorities differs across individual economies,
depending on their cyclical conditions, structural challenges, and needs for enhancing resilience.
In the longer term, adequate education, skill building and retraining, and policies to
facilitate reallocation, such as housing and credit access, will be needed to attain inclusive and
sustainable growth in a context of continued rapid technological progress and economic
integration.
On the domestic front, policies should support demand and balance sheet repair where
necessary and feasible; boost productivity through structural reforms, well-targeted infrastructure
spending, and other supply-friendly fiscal policy measures; and support those displaced by
structural transformations, such as technological change and globalization.
1.2 Listings and Shareholding
As on 31 March 2013, Government of India held around 69% equity shares in ONGC.
Over 480,000 individual shareholders hold approx. 1.65% of its shares. Life Insurance
Corporation of India is the largest non-promoter shareholder in the company with 7.75%
shareholding.
shareholders (as on 31-Mar-2013) Shareholding
Promoter – Government of India 68.94%
Government Companies 10.09%
Banks, Financial Inst. & Insurance companies 09.69%
Foreign Institutional Investors (FII) 06.27%
Private Corporate Bodies 11.83%
Individual shareholders 01.65%
Mutual Funds and UTI 01.13%
NRI/Employees 00.11%
Total 100.0%

6
1.3 Market size of industry
India is expected to be one of the largest contributors to non-OECD petroleum
consumption growth globally. Oil imports rose sharply year-on-year by 27.89 per cent to US$
9.29 billion in October 2017. India’s oil consumption grew 8.3 per cent year-on-year to 212.7
million tons in 2016, as against the global growth of 1.5 per cent, thereby making it the third-
largest oil consuming nation in the world.
India is the fourth-largest Liquefied Natural Gas (LNG) importer after Japan, South
Korea and China, and accounts for 5.8 per cent of the total global trade. Domestic LNG demand
is expected to grow at a CAGR of 16.89 per cent to 306.54 MMSCMD by 2021 from 64
MMSCMD in 2015.
The country's gas production is expected to touch 90 Billion Cubic Metres (BCM) in
2040 from 21.3 BCM in 2017-2018 (Apr-Nov). Gas pipeline infrastructure in the country stood
at 16,470 km in September 2017.
1. Investment
According to data released by the Department of Industrial Policy and Promotion (DIPP),
the petroleum and natural gas sector attracted FDI worth US$ 6.86 billion between April 2000
and September 2017.
Following are some of the major investments and developments in the oil and gas sector:
 World's largest oil exporter Saudi Aramco is planning to invest in refineries and
petrochemicals in India as it looks to enter into a strategic partnership with the country.
 Foreign investors will have opportunities to invest in projects worth US$ 300 billion in
India, as the country looks to cut reliance on oil imports by 10 per cent by 2022,
according to Mr Dharmendra Pradhan, Minister of Petroleum and Natural Gas,
Government of India.
 During the bilateral meeting held in Tokyo between Mr Dharmendra Pradhan, Minister of
Petroleum and Natural Gas, Government of India and Mr Hiroshige Seko, Minister of
Economy, Trade, and Industry of Japan, signed a memorandum of cooperation on
establishing a liquid, flexible and global liquefied natural gas (LNG) market by exploring
joint cooperation in the areas of sourcing, swapping and optimisation of LNG sources.

7
 State-owned Oil and Natural Gas Corporation (ONGC) has come up with the new
blueprint to increase the crude oil production by 4 million tonnes and to double its natural
gas production by 2020 to curb the country’s import dependency by 10 percent. The
company will raise its crude oil production from 22.6 million tonnes in 2017-2018 to
26.42 million tonnes in 2021- 2022.
2. Foreigner Investor
 British Petroleum (UK)
 Cairn Energy (India)
 Shell (UK)
 Niko Resources (Canada)
 OILEX Limited (Australia)
 Hardy Oil & Gas Plc. (UK)
3. Investment Opportunity
 Monetization of 67 discovered small fields thorough international competitive bidding.
 Additional strategic storage of crude oil for 12.5 MMT at 4 locations viz. Chandikol
(3.75MMT) in Odisha, Padur (2.5 MMT) in Karnataka, Rajkot (2.5 MMT) in Gujarat &
Bikaner (3.75MMT) in Rajasthan.
 Plan to connect 326 cities with city gas distribution network (CGD) by 2022. In order to
promote use of natural gas, priority for allocation of domestic gas was accorded to
PNG/CNG segments for meeting 100% demand and faster roll out of PNG connections
and CNG stations.
 Construction of another 15,000 km of gas pipeline network for completion of national gas
grid, which is currently under various stages of implementation..
 Providing 10 crore new LPG connections in next 3 years till 2019, of which 5 crore are
for BPL households The Government is focused on providing access to affordable,
reliable, sustainable and modern energy to every citizen.
 Increase in India's refining capacity to reach 256.55 MMTPA by 2019-20 after
completion of projects under taken by a number of refineries which are currently under
various stages of implementation.

8
4. Shale:
 India has technically recoverable shale gas resources of nearly 96 Trillion cubic feet.
5. Underground Coal Gasification:
 Coal gasification has been identified as one of the end uses under the government’s
captive mining policy.
6. Opportunities for Pipeline Transportations:
 Compared to advanced economies like the US, where more than 60% of petroleum
product movement happens by pipeline, in India, currently, only 35% of product
movement happens over pipelines. The city gas and distribution sector offers
opportunities for both incumbents and new companies. The Petroleum and Natural Gas
Regulatory Board allows the following incentives to authorised entities: the infrastructure
exclusivity is available to the authorised entity for a period of 25 years. Exclusivity for
the activity of marketing of natural gas is allowed to the authorised entity for a period of
five years. For incumbents, the marketing exclusivity extends to a period of three years.
Government has ensured City Gas Distribution (CGD) companies for availability of
domestic gas for CNG (Transport) and PNG (Domestic) consumption.
7. The Refining Sector:
 India is already a refining hub with 23 refineries and expansions planned for tapping
foreign investment in export-oriented infrastructure, including product pipelines and
export terminals.
8. Opportunities for E&P Services and Equipment Companies:
 48% of the country's sedimentary area is yet to be explored.
 Appraisal of 1.5 million sq. km. of un-appraised areas by capturing 2D seismic survey
data for 48243 Line Kilometre (LKM) for onland areas of 22 sedimentary basins, to be
acquired by ONGC (40835 LKM) and OIL (7408 LKM).
 Appraisal of un-appraised areas by encouraging survey agencies to acquire data through
Multi Client Geo-Scientific survey, which would facilitate E&P companies to participate
in bidding blocks/areas of their choice.
 Re-assessment of hydrocarbon reserves in all 26 sedimentary basins in India to be carried
out by ONGC in 2017-18.

9
9. Offering of Exploration Blocks
 Offering of un-monetized discoveries through international competitive bidding under
Small Discovered Field Policy for early monetization of reserves worth USD 10.76
billion. In accordance with Minimum Government — Maximum Governance, policy is
packed with all possible reforms like uniform licensing, pricing and marketing freedom,
easy to administer revenue sharing mechanism. Bids were launched on May 25, 2016
with bid closing date of October 31, 2016. Road shows are being organized at various
parts of country and across the globe to attract investors. These fields are likely to be
awarded by the end of this year.
 Marketing and pricing freedom would incentivize gas production from difficult areas,
such as deep/ ultra deep water and high pressure/ high temperature thereby facilitating in
monetization of 6.75 Trillion Cubic Feet of gas reserves valued at USD 23.07 billion.
 National Data Repository (NDR) would be operational in 2016 which would pave the
way for implementation of Open Acreage Licensing Policy to give contractors flexibility
of identifying acreages of interest round the year, without waiting for the bidding round.
 To ease out rigidities in the functioning of Production Sharing Contract (PSC) regime, the
Government approved policy framework for relaxation, extension and clarifications for
early monetization of hydrocarbon discoveries, which has helped in resolution of around
40 pending issues and move ahead with discoveries valued at USD 4.6 billion.
 Policy on Grant of extension to the production sharing contracts for small and medium
sized discovered fields would help in monetization of resources of the order of USD 7.69
billion in the extended period.
Policy on testing requirement in NELP blocks would resolve existing disputes; facilitate
monetization of resources of the order of USD 11.53 billion
10. Opportunities for Foreign Investments and Technology Partnerships in the
Upstream Sector:
 Securing supplies is expected to remain on top of India's energy agenda for the
foreseeable future. While exploration activity has taken place onland and in shallow
basins across the country, it is believed by many that deep water and ultra-deep water oil

10
and gas resources hold the key to substantially increasing domestic production. This
creates a plethora of opportunities for strategic investors having relevant technical
expertise and financial muscle.
11. Fiscal Incentives:
 The rate of cess on crude oil production has been revised to 20% advalorem basis from
USD 69.23 per metric tonne
 Various exemptions from customs duty on goods imported for petroleum exploration
licenses and movement of goods from one block to another under various types of
licenses/mining leases etc., have been merged into a single exemption, with unified list of
goods and conditions
 To facilitate smooth trade of natural gas across India thereby helping to build a gas-based
economy, the central sales tax rules regarding inter-state transport of natural gas through
common carrier pipeline have been amended.
 Keeping in view the bulky nature of oil & gas investments, an enhanced window has
been made available to avail the benefit of additional depreciation of 15% on installation
of capital equipment acquired in the previous year to be made before 31.03.17.
 To increase investment in exploration sector, No Basic Customs Duty & Countervailing
Duty (CVD) on imports of goods required for exploration & production of hydrocarbon
activities is also extended to operations undertaken to Exploration Licenses & Mining
Leases issued or renewed before 1st April 1999.
12. State Incentives:
 Apart from the above, each state in India offers additional incentives for industrial
projects. Incentives are provided in areas such as subsidized land cost, the relaxation of
stamp duty on sale/lease of land, power tariff incentives, concessional rates of interest on
loans, investment subsidies and/or tax incentives, backward areas subsidies, special
incentive packages for mega projects.
13. Area based Incentives:
 Hydrocarbon Vision 2030 for North East India has been released. It envisages an
investment of USD 20 Billion in upstream, downstream and midstream sector in

11
Hydrocarbon Sector in North East India till 2030. To incentivize E&P (Exploration &
Production) in the North East, 40 % subsidy on gas operation has been extended to
private companies operating in the region.
14. Government Initiatives
Some of the major initiatives taken by the Government of India to promote oil and gas sector are:
 State-run oil firms are planning investments worth Rs 723 crore (US$ 111.30 million) in
Uttar Pradesh to improve the liquefied petroleum gas (LPG) infrastructure in a bid to
promote clean energy and generate employment, according to Mr Dharmendra Pradhan,
Minister of Petroleum and Natural Gas, Government of India.
 A gas exchange is planned in order to bring market-driven pricing in the energy market
of India and the proposal for the same is ready to be taken to the Union Cabinet,
according to Mr Dharmendra Pradhan, Minister of Petroleum and Natural Gas,
Government of India.
 The Oil Ministry plans to set up bio-CNG (compressed natural gas) plants and allied
infrastructure at a cost of Rs 7,000 crore (US$ 1.10 billion) to promote the use of clean
fuel.
15. Statistics
 The oil and gas industry ranks amongst India's eight core industries.
 India was the third largest consumer of oil in the world in 2015, after the United States &
China.
 Oil imports constitute about 81% of India's total domestic oil consumption in 2015-16.
 Oil and gas contributes about 34.4% to primary energy consumption in India.
 During 2015, natural gas constituted about 6.5% of the total energy mix
 India had 54 Trillion cubic feet of proven natural gas reserves at the beginning of 2015.
Approximately 34% of total reserves are located onshore, while 66% are offshore.
 India has 230.066 MMTPA of refining capacity with a surplus refining capacity of about
15%, making it the second largest refiner in Asia after China. Private & joint venture
companies own about 41% of total capacity.

12
 India is the fourth-largest LNG (Liquified Natural Gas) importer in 2015 and accounted
for 6.4% of global imports.
 India held nearly 635 MMT of proven oil reserves at the beginning of 2015, mostly in the
western part of the country. About 49% of reserves are onshore resources, while 51% are
offshore
1.4 Global scenario of oil & gas industry:
The present oil reserve estimates have remained mainly unaltered. There have been no
giant oil field discoveries after late 1960s. This is due to the fact that major oil fields tend to get
explored easily. The estimated recoverable oil remained almost constant from around 1960s.
This ultimately recoverable reserve of oil also incorporates the quantity of yet to find oil for
estimating the total reserves, which can be put to production with some percentage of recovery
factors. It is assumed that possibly around 2,000 BB can be recovered from existing oil in place.
A periodical analysis based on the assumed ultimate recoverable oil 2,000 BB, suggests that the
contributory elements to ultimate recoverable have been modified/re-categorized, the total
quantum remaining unchanged since 1950 (Bentley 2002). The analysis indicated (Fig. 2.5) that
as cumulative production has grown; the proved reserves have increased from 540 BB in 1970 to
1,050 BB in 1998. The quantum of yet-to find resources have substantially contributed to the
improvement in the proved reserves. This may suggest that estimates of proved reserves have
been under quoted or due to part of probable and possible reserves estimates have been put in the
proved reserve category with technological developments and thereby improving the recovery
factor. The re-categorization leads to improvement in the estimates of proved reserves and with
reserve/production ratio of 1998, the world’s oil production can sustain in future for two to three
decades.

13
Oil Scenarios:
Data source: US Energy Information Administration from Oil and Gas journal (2007) Oil
includes crude Oil and condensate Middle.
Interpretation:
In this graph we show that in world largest crude oil uses Middle East and small volume
used by Europe. There are we can see that in worldwide just an Asia use 3% used oil.
Average increase in global oil demand between 2002 and 2017 (millions of bpd)
Asia &
Oceana
3%
Africa
9%
middel East
56%
North america
16%
Central & South
America
8%
Eurasia
7%
Europe
1% crude oil
North America Latin America Europe Middle East Africa
2012-'17 -33 146 -78 282 110
2007-'12 -395 228 -321 250 26
2002-'07 282 122 50 262 126
-600
-400
-200
0
200
400
600
800
1000
Chart Title

14
Interpretation:
In the graph there are data shows that what kinds of increase global oil demand Between
2002-2017.in North America lowest demand on 2017 and highest demand on 2017 is 282 that’s
Middle East. That means Middle East need more oil than any other country. Their export in oil is
high than any other country.
1.5 Current scenario of Oil & Gas industry:
Falling oil price proved absolutely beneficial for India. Net import of crude and
petroleum products has fallen from $98 billion in 2012-13 to $47 billion in 2015-16 (Fig.1), 52
percent drop in net import value. During the period, net import volume increased from 138
million tons to 171 million tons registering about 24% net import volume growth. During the
same period import value of liquefied natural gas (LNG) came down from $7.5 billion to $6.7
billion, despite rise in import volume from 13 million tons to 16 million tons. The benefit of
lower oil and LNG prices continued to benefit in the ongoing financial year too. Lower oil & gas
prices in the international market are helpful for the Indian economy as the cost of energy
becomes affordable, which serves as enabling factors for greater availability and accessibility.

15
Hope for growth
Despite slight sluggish projected growth in China and India, higher global economic
growth of 3.1 percent is projected in 2017 compared to 2.9 percent in 2016. Loss of economic
growth in China and India is expected to be compensated by the revival in Euro-zone, Japan,
Brazil, and the USA. As a result, in 2017, world oil demand is projected to grow by 1.15 million
barrel per day to average 95.56 million barrel per day. Despite marginally lower projected
growth, oil demand in
India is projected to increase from 4.33 mb/pd in 2016 to 4.49 mb/pd in 2017.
As per OPEC Monthly Oil Market Report of December 2016, in 2017, demand for OPEC
crude is expected to be at 32.6 mb/pd and Non-OPEC supply is expected to average 56.50
mb/pd. At the 171st Ministerial Conference, OPEC decided to implement a new OPEC-14
production target of 32.5 mb/pd, effective from 1 January 2017. The production rationalization
decision of OPEC is intended to address the oversupply and alter prevailing global crude oil
prices. However, the real impact on crude prices may be minimal as prices of global crude are
dependent on many other factors. Tsvetana Paraskova raises plenty of questions over
implementation and sustenance of OPEC production cut. Bloomberg reports that OPEC
dynamics are principal driver of global crude fundamentals, therefore close monitoring of
administrative and operative decisions of OPEC is critical to understand pricing dynamics.

16
1.6 Contribution of Oil & Gas industry in world market:
The distribution of oil and gas reserves among the world's 50 largest oil companies. The
reserves of the privately owned companies are grouped together. The oil produced by the "super
major" companies accounts for less than 15% of the total world supply. Over 80% of the world's
reserves of oil and natural gas are controlled by national oil companies. Of the world's 20 largest
oil companies, 15 are state-owned oil companies.

17
1.7 Top 10 largest world oil companies by reserves and production
Ran
k
Company
(Reserves)
Worldwid
e Liquids
Reserves
(109
bbl)
Worldwid
e Natural
Gas
Reserves
(1012
ft3
)
Total
Reserves
in Oil
Equivalen
t Barrels
(109
bbl)
Company
(Production)
Output
(Millions bbl/day
)
1 Saudi
Aramco
260 254 303 Saudi
Aramco
12.5
2 NIOC 138 948 300 NIOC 6.4
3 Qatar
Petroleum
15 905 170
ExxonMobil
5.3
4 INOC 116 120 134 PetroChin
a
4.4
5 PDVSA 99 171 129 BP 4.1
6 ADNO
C
92 199 126 Roya
l Dutch Shell
3.9
7 Pemex 102 56 111 Pemex 3.6
8 NNPC 36 184 68 Chevron 3.5
9 NOC 41 50 50 Kuwait
Petroleum
Corporation
3.2
10
Sonatrach
12 159 39 ADNOC 2.9

18
1.8 Major Player of Oil & Gas Industry:
 Exxon Mobil (United States)
 Petro China (China)
 Chevron (United States)
 Total (France)
 Sinopec (China)
 Royal Dutch Shell (Netherlands)
 Gazprom (Russia)
 Rosneft (Russia)
 Reliance Industries (India)
 LukOil (Russia)
1.9 Top 10 Largest Oil and Gas Companies in India:
1. Indian Oil Corporation
2. ONGC
3. Bharat Petroleum
4. Reliance Petroleum Limited
5. Essar Oil Limited
6. Cairn India
7. Gas Authority of India
8. Hindustan Petroleum Corporation
9. Oil India Ltd
10. Tata Petrodyne

19
1.10 Porter's Five Forces Analysis Of Oil And Gas Industry:
Porter's Five Forces framework is one useful strategic tool to evaluate potential
opportunities and threats/risks for the oil and gas industry. The five key factors of this model are:
 Competitive rivalry
 Threat of New Entrants
 Threat of Substitutes
 Bargaining Power of Buyers
 Bargaining Power of Suppliers
1. Competitive rivalry
The competitiveness of oil and gas industry and especially in the upstream sector
of the industry is significantly intensive. There are three different type of players in the
upstream sector of the upstream sector, these are:
The big IOCs or as we call it Integrated Oil and Gas Companies (private sector),
based on the below graph these are:
 Royal Dutch Shell 385.6 billion dollars revenue for 2015
 Exxon Mobil from USA 364.5 billion dollars revenue for 2015
 BP from UK 6 billion dollars revenue for 2015
 Total from France 194.2 billion dollars revenue for 2015
Porter's Five
Forces
Analysis Of
Oil And Gas
Industry:
Competitive
rivalry
Threat of New
Entrants
Threat of
Substitutes
Bargaining
Power of
Buyers
Bargaining
Power of
Suppliers

20
 Chevron from USA 8 billion dollars revenue for 2015
 Phillips 66 from USA 161.2 billion dollars revenue for 2015
 Eni from Italy 132.8 billion dollars revenue for 2015
Finally, the last groups of companies which control more than 90% of the proven oil and
gas reserves are the National Oil Companies. Some of these major companies are:
 Saudi Aramco, Saudi Arabia
 National Iranian Oil Company (NIOC)
 China National Petroleum Company (CNPC)
 Petroleos de Venezuela (PDVSA)
 Rosneft, Russia
 Gazprom, Russia
2. Threat of New Entrants in Oil and Gas Industry:
The factors that affect the newest companies to enter oil and gas business, especially the
upstream segments are:
 Huge capital required
 National Oil Companies control more than 90% of the proven oil and gas reserves
 Increase of the internal competition within the industry
 The big oil and gas companies can increase their R&D spending which will give them a
boost regarding innovation and improve existing technologies. This strategy will give
them a competitive advantage over new oil and gas companies which now enter the
industry.
 The big IOCs or as we call it Integrated Oil and Gas Companies which can easy compete
with new competitors due to economics of scale.
 Oil and Gas prices volatility.
 Oil and Gas Reserves are usually located in war zones or geographical areas with
geopolitical conflicts or political instability.
 National and international law restrictions which can affect the new entrance of a
company in the oil and gas business.

21
3. Threats of Substitutes in Oil and Gas Industry
The main alternatives sources to oil and gas for producing energy which used for
electricity, transportation, heating, etc. are:
 Nuclear Energy
 Coal
 Hydrogen
 Biofuels and other renewables sources such as solar and wind energy
These alternative sources of energy can replace a high amount of hydrocarbons use in the global
energy mix according to their performance, quality and price of course. This strategy requires a
big amount of investments in R&D and producing procedures, so the possibility for substitutes to
dominate the global energy mix until 2040 is very small.
4. Bargaining Power of Buyers in Oil and Gas Industry:
The main buyers of oil and gas products are:
 Refineries
 National Oil Companies
 International Oil and Gas companies
 Distribution companies
 Traders
 Countries (USA, China, Japan, countries of the EU, etc.)
The bargaining power of buyers in oil and gas industry is relatively small due to the
nature of this industry. Buyers are interested in the price and the quality of a product. It is
known, that global oil benchmarks determine the oil price, the main oil benchmarks are:
 Brent Blend
 West Texas Intermediate (WTI)
 Dubai/Oman
So it is obvious from the above that the buyers cannot affect the oil prices. Higher
bargaining power have the buyers only which consume enormous amounts of oil and gas such as

22
EU, China, USA, Japan, and India in comparison with other countries. Finally to mention that
the only bargaining power of buyers in the oil industry is only what quality of the oil they will
buy.
5. Bargaining Power of Suppliers in Oil and Gas Industry:
Some big suppliers in the oil and gas industry are fully integrated oil and gas industry
(International and National Oil Companies) which are active in the whole value chain of oil and
gas sector.
These companies can be the big International oil companies such as Chevron, Shell and
Exxon Mobil or National oil companies such as Saudi Aramco, Gazprom, and Petrobras. The
ability of those companies to affect oil prices and the industry is high due to their business
involvement on all of the business segments of oil and gas industry, so their bargaining power is
significantly greater than the buyers.Another great player in the side of the suppliers are the oil
rich countries (as they call them oil producing countries) or else OPEC has a significant
bargaining power. OPEC nations own at least 70% or the world's oil proven reserves. Although
these oil reserves have one of the lowest cost producing price between the oil industry in contrast
with oil producing from oil sands and deep-water oil fields which are expensive regarding costs
of production.
Some general characteristics for National Oil Companies are:
 Unlike the IOCs, the NOCs are governmentally controlled, and they usually manage a
country's hydrocarbons resources.
 Having been given the privilege to the domestic reserves, the aim of the NOCs is,
differently than the IOCs, not monetization, but:
 serving the national interests,
 supporting the local economies and
 even protecting the territorial environments

23
1.11 SWOT analysis of oil and gas industry:
Strengths :
•Diversifiedproducts in the market
•Growing products with high profit margins
•Local market leader in terms of reserves, production and acreage, and is listed on all three
stock exchanges in Pakistan and also on the London Stock Exchange
•OGDCL has attained the benchmark position as an industry leader, in the Pakistan E&P industry
•OGDCL is the second Pakistani company to have been listed at the London Stock Exchange
•Over 11,000 people form a part of the workforce
Weakness:
•Dependence on Domestic market for growth
•Under Performanceof Oil and Gas fields means limited market share
•Decliningrevenue and profits
•Decliningmargins
•Limited visibility and market share
•Rising administrativeand distribution costs
Opportunity:
•Large market size in Nigeria
•Availability of raw materials
•Removal of fuel subsidy
•Acquire overseas acreage by buying stakes in existing viable producing fields
•E&P opportunities and joint venture collaborations outside Pakistan, which would include
swap of assets for reserves acquisition with percentage of working interest in international
market.
•Fast track development of its current and future projects at an aggressive pace without
compromisingquality and transparency
•Accelerate Production Growth: by continuing to accelerate production growth through
utilizingcutting edge technologies.
Threats
•Commodity price risk can result in material and adverse movement in the group's financial
performance.
•Compliance costs could increase and place further pressure on Company resources.
•Exploration and drilling risks
•Exchange rate and Reserve Depletion
•Poor road network for distribution of products
•Insecurity in some northern part of the country
•Foreign exchange rate risk
•High interest rate in the country
•Weak macroeconomicenvironment

24
Chapter: 2
Introduction of
ONGC Company

25
2.1INTRODUCTION OF COMPANY
During pre-independence, the Assam Oil Company in the North-Eastern and Attock Oil
Company in North-Western part of undivided India were the only oil companies producing oil in
the country. The major part of Indian sedimentary basins was deemed to be unfit for
development of oil and gas resources.
After independence, the Government realized the importance of oil and gas for rapid
industrial development and its strategic role in defence. Consequently, while framing the
Industrial Policy Statement of 1948, the development of the hydrocarbon industry in the country
was considered to be of utmost necessity.
In 1955, Government of India decided to develop the oil and natural gas resources in the
various regions of the country as part of Public Sector development. With this objective, an Oil
and Natural Gas Directorate was set up in 1955 under the then Ministry of Natural Resources and
Scientific Research. The department was constituted with a nucleus of geoscientists from the
Geological survey of India.
A delegation under the leadership of Mr. K D Malviya, the then Minister of Natural
Resources, visited several countries to study the oil industry and to facilitate the training of
Indian professionals for exploring potential oil and gas reserves. Foreign experts from USA,
West Germany, Romania and erstwhile USSR visited India and helped the government with their
expertise. Finally, the visiting Soviet experts drew up a detailed plan for geological and
geophysical surveys and drilling operations to be carried out in the 2ndFive Year Plan (1956-57
to 1960-61).
In April 1956, the Government of India adopted the Industrial Policy Resolution, which
placed mineral oil industry amongst the Schedule 'A' industries, the future development of which
was to be the sole and exclusive responsibility of the state.
Soon, after the formation of the Oil and Natural Gas Directorate, it became apparent that
it would not be possible for the Directorate with limited financial and administrative powers to
function efficiently. So in August, 1956, the Directorate was raised to the status of a commission
with enhanced powers, although it continued to be under the government. In October 1959, the
Commission was converted into a statutory body by an act of Parliament, which enhanced
powers of the commission further. The main functions of the Oil and Natural Gas Commission

26
subject to the provisions of the Act, were "to plan, promote, organize and implement
programmes for development of Petroleum Resources and the production and sale of
petroleum and petroleum products produced by it, and to perform such other functions as
the Central Government may, from time to time, assign to it". The act further outlined the
activities and steps to be taken by ONGC in fulfilling its mandate.
ONGC is an Indian multi-national oil and gas company earlier headquartered in
Dehradun, Uttarakhand, India.
2.2 ONGC Corporate Profile - The Largest Energy Company in India
Maharatna ONGC is the largest crude oil and natural gas Company in India,
contributing around 70 per cent to Indian domestic production. Crude oil is the raw material used
by downstream companies like IOC, BPCL, and HPCL to produce petroleum products like
Petrol, Diesel, Kerosene, Naphtha, and Cooking Gas-LPG.
This largest natural gas company ranks 11th among global energy majors (Platts). It is the
only public sector Indian company to feature in Fortune’s ‘Most Admired Energy Companies’
list. ONGC ranks 18th in ‘Oil and Gas operations’ and 183rd overall in Forbes Global 2000.
Acclaimed for its Corporate Governance practices, Transparency International has ranked
ONGC 26th among the biggest publicly traded global giants. It is most valued and largest E&P
Company in the world, and one of the highest profit-making and dividend-paying enterprise.
ONGC has a unique distinction of being a company with in-house service capabilities in
all areas of Exploration and Production of oil & gas and related oil-field services. Winner of the
Best Employer award, this public sector enterprise has a dedicated team of over 33,500
professionals who toil round the clock in challenging locations.
ONGC Videsh is a wholly owned subsidiary of Oil and Natural Gas Corporation Limited
(ONGC), the National Oil Company of India, and is India’s largest international oil and gas
Company. ONGC Videsh has participation in 41 projects in 20 countries namely Azerbaijan,
Bangladesh, Brazil, Colombia, Iraq, Israel, Iran, Kazakhstan, Libya, Mozambique, Myanmar,
Namibia, Russia, South Sudan, Sudan, Syria, United Arab Emirates, Venezuela, Vietnam and
New Zealand. ONGC Videsh maintains a balanced portfolio of 15 producing, 4 discovered/under
development, 18 exploratory and 4 pipeline projects. The Company currently operates/ jointly

27
operates 21 projects. ONGC Videsh had total oil and gas reserves (2P) of about 711 MMTOE as
on April 1, 2018.
2.3 Vision of ONGC
To be global leader in integrated energy business through sustainable growth, knowledge
excellence and exemplary governance practices.
2.4 Mission of ONGC
1. World Class
 Dedicated to excellence by leveraging competitive advantages in R&D and technology
with involved people.
 Imbibe high standards of business ethics and organizational values.
 Abiding commitment to safety, health and environment to enrich quality of community
life.
 Foster a culture of trust, openness and mutual concern to make working a stimulating and
challenging experience for our people.
 Strive for customer delight through quality products and services.
1. Integrated In Energy Business
 Focus on domestic and international oil and gas exploration and production business
opportunities.
 Provide value linkages in other sectors of energy business.
 Create growth opportunities and maximize shareholder value.
2. Dominant Indian Leadership
 Retain dominant position in Indian petroleum sector and enhance India's energy availability.

28
2.5 History of ONGC
 1955 – Inception
 1958 – First Oil in Cambay
 1960 – Oil gas discovery in Gujarat
 1963 – Oil in Assam
 1965 – Concept of ONGC Videsh Operations
 1970 – first Offshore well
 1974 – Mumbai High discovered
 1976 – Bassein Gas field of Mumbai High
 1984 – GAIL formed out of ONGC
 1993 – ONGC a limited company
 1993 – Govt of India divest 2% share
 1994 – 2% share to employees
 1999 – Equity swap ONGC, IOC, GAIL
 2003 – Acquired Mangalore Refineries Petrochemicals Ltd from Birla Group
 2003 – Ist equity Oil & gas from Sudan / Vietnam
 2004 – Govt of India divests 10%
 2006 – Diversification – ONGC Petro additives Ltd and ONGC Mangalore Petro Ltd
 2007 – ONGC Energy Centre formed
 2010 – Coal Bed Methane Production
 2013 – Oil at Kazakhstan/Mozambique
With more than 50 years of Exploration ONGC had discovered 6 of the 7 Producing
basins of India. These Oil Producing Basins are;
 1958 – Cambay, Gujarat
 1967 – Rajasthan
 1973 – Assam
 1974 – Mumbai Offshore
 1980 – Krishna Godavari Basin
 1985 – Cauvery Basin

29
ONGC as an integrated Oil & Gas Corporate has developed in-house capability in all
aspects of exploration and production business i.e., Acquisition, Processing & Interpretation
(API) of Seismic data, drilling, work-over and well stimulation operations, engineering &
construction, production, processing, refining, transportation, marketing, applied R&D and
training, etc.
2.6 Board Level Committees
Sl.
No. Name of the Committee Members
1. Audit & Ethics Committee Chairman-Shri K.M. Padmanabhan,
Members - S/Shri Shri Sumit Bose,
Shri Vivek Mallya, Shri Deepak Sethi,
Smt. Ganga Murthy and Director
(Offshore), Invitee- Director (Finance).
2. Project Appraisal Review
Committee (PARC)
Chairman - Prof. S. B.
Kedare, Members - S/Shri Amar Nath,
Ajai Malhotra, Sumit Bose, Ganga
Murthy and Director
(Offshore), Invitee - Director (Expl.),
Director (Onshore) and Director
(Finance).
3. Stakeholders’ Relationship
Committee (SRC)
Chairman- Dr. Sambit Patra, Members
- S/Shri Ganga Murthy, Deepak Sethi,
S. B. Kedare, Director (HR) and
Director (Finance).

30
Sl.
4. Nomination &
Remuneration Committee
(N&RC)
Chairman - Dr. Santrupt B. Misra,
Members - S/Shri Shashi Shanker,
Rajiv Bansal, Ajai Malhotra, K.M.
Padmanabhan and Sambit Patra, Invitee
- Director (HR) and Director (Finance).
5. HSE Committee Chairman- Shri Deepak Sethi,
Members - S/Shri K M Padmanabhan,
Vivek Mallya, Santrupt B. Misra
,Sambit Patra and Director (Expl.),
Invitee- Director (Offshore) and
Director (Onshore) and Director (HR).
6. CSR Committee Chairman -Shri Ajai Malhotra,
Members - S/Shri S. B. Kedare, Vivek
Mallya, Santrupt Misra, Sambit Patra
and Director (HR).
7. Committee on Dispute
Resolution
Chairman - Shri Vivek Mallya,
Members - S/Shri Shashi Shanker, Ajai
Malhotra, Sumit Bose, Santrupt B.
Misra and Director (Onshore).
8. Committee for Issue of
Share Certificates
Members - Director (HR), Director
(Expl.) and Director (Onshore).
9. Research and Development
Committee
Chairman - Smt Ganga Murthy,
Members - S/Shri S. B. Kedare, Sumit
Bose, Deepak Sethi and Director

31
Sl.
(Expl).
10. Committee for Review of
Subsidiaries & Joint
Ventures: (Reconstituted
w.e.f. 26.04.2018)
Chairman - Shri Sumit Bose, Members-
S/Shri Ajai Malhotra, KM
Padmanabhan, Vivek Mallya and
Director (Finance).
11. Asha Kiran Chairman - Shri Vivek Mallaya,
Members – Director (HR) and Director
(Expl.)
2.7 Technology
 E&P Technology
 Committee of ONGC Institute
 EPINET
 3-D virtual reality centers
 Collaboration with Indian Institutes of Technology
 SAP implementation started by ONGC’s management
 Project ICE
2.8 Joint Ventures
 Collaboration with Indian Institutes of Technology
 ONGC Petro-additions Limited (OPaL)
 Mangalore Special Economic Zone Limited (MSEZ)
 ONGC Mangalore Petrochemicals Limited (OMPL)
 Dahej SEZ Limited (DSL)

32
2.9 Core Business Expertise
 EXPLORATION
1) Seismic Data Acquisition Processing & Interpretation (API)
2) Non- Seismic Data Acquisition Processing & Interpretation (API)
3) Exploratory performance of ONGC
 DRILLING
 Well drilling & Work-over operations
1) Well testing & Stimulation
 PRODUCTION
1) Production & Processing
2) Reservoir Management
3) Transportation
 APPLIED R&D AND TRAINING
1) Geodata Processing and Interpretation Centre(GPIC)
2) The Institute of Drilling Technology (IDT)
3) Institute of Engineering and Ocean Technology (IEOT)
4) Institute of Oil & Gas Production Technology (IOGPT)
5) Institute of Petroleum Safety, Health and Environment Management (IPSHEM)
6) Institute of Reservoir Studies (IRS)
7) Keshava Deva Malaviya Institute of Petroleum Exploration (KDMIPE)
8) ONGC Academy
9) Regional Training Institutes (RTIs)
10) Centre for Excellence in Well Logging Technology (CEWELL)
11) Institute of Biotechnology and Geo-tectonic Studies (INBIGS)
 ENGINEERING CONSTRUCTION
1) Offshore Works Division
2) Marine Survey Section
3) Health Safety & Environment (HSE)
4) Offshore Design Division
5) Material Management Section
6) Finance Section
7) Facilities Created

33
2.10 Products of ONGC:
Product Revenue
Crude oil 562.38
Gas 168.88
LPG 31.48
Naptha 76.80
C2-C3 13.44
SKO 3.69
Others 1.59
Adjustments – 32.74
Total 825.52

34
2.11 Organization Structure:

35
2.12 ONGC Group of Companies:

36
2.13 Hierarchy of ONGC:
1. Apex level:
 Having an efficient system of decentralized functioning, the ONGC energy centre is
headed by a Director General who is advised by an expert advisory committee in all
major decisions. He holds all the power to take major decisions and is generally directly
appointed by the Ministry of Petroleum and Natural Gas, Government of India.
 These are the highest level of positions to be acquired in the company. The members
present in the expert committee are highly qualified professionals already working in the
company, appointed by the director general with the recommendations of the directors
under him. The people at apex level perform functions like planning, controlling and
supervision. They do not have any ground work functions, although they may be
controlling all departments with those functions under them.
2. Secondary level
 The company has three basic organizational units; The Administrative Support Section,
which looks after the necessary administrative, HR, IT and financial and commercial
support; The Technical Research Section that coordinates and implements all ongoing
projects and The Research Advisory Section that develops new projects and is
responsible for technology scanning, assessment, etc. Each unit has its own director who
are officers of level E-7 and above and they directly report to the director general at the
top.
APOX LEVEL
(TOP LEVEL)
SECONDRY LEVEL
(MIDDLE LEVEL)
STAFF LEVEL
(BOTTOM LEVEL)

37
 Under them come different officers of level from E-0 to E-6 who are responsible for the
daily functioning of each department. These include positions like that of Chief Manager,
Chief Engineer, Chemist Superintending Engineer, Senior Geologists, etc. This is the
most functional level of company responsible all ground level production and research.
3. Staff level:
 This is the lowest level of Management Hierarchy comprising of the ground staff of
people like attendants, technicians, workers etc. They take care of all other menial jobs
requiring manual labor. Since they are the lower most in the managerial hierarchy, they
have no contact with the top level directly. They come under the control of other
supervisors on the same level that further report to the manager at the secondary level.
 It is due to such functional decentralization till the grass root level that has ensured the
success for ONGC, making it one of the most efficiently working public companies in the
country. It is due to this management capacity that the company has been able to achieve
successfully its mission of “creating a value and knowledge based organization by
inculcating a culture of learning, innovation and team working and aligning business
priorities with aspiration of employees leading to a development of an empowered,
responsive and competent human capital.”

38
2.14 CSR activity of ONGC
1. Education including vocational courses,
2. Health Care,
3. Entrepreneurship (self-help & livelihood generation) schemes,
4. Infrastructure support near ONGC operational areas,
5. Environment protection, ecological conservation, promotion,
6. Protection of heritage sites, UNESCO heritage monuments etc.
7. Promotion of artisans, craftsman, musicians, artists etc. for preservation of heritage, Art
& Culture,
8. Women's Empowerment, Girl Child Development, Gender sensitive projects,
9. Water Management including ground water recharge,
10. Initiatives for Physically and Mentally challenged,
11. Sponsorship of seminars, conferences, workshops etc.
12. Promoting Sports/sports persons; supporting agencies promoting sports / sports persons.
13. Swachh Bharat Mission of ONGC
14. 1000 scholarships each worth 48,000/- per annum to meritorious economically backward
general and OBC students

39
2.15 SWOT analysis of company:
• ONGC is Indias largest crude oil and natural gas producer
• Strong brand name of ONGC company
• High profit making and high revenues
• Has over 30,000 employees in its workforce
• ONGC produces about 30% of India's crude oil requirement
• Contributes 70%+ of India's crude oil production and 80%+ of India's
natural gas production
• Commemorative Coin set was released to mark 50 Years of ONGC
• Strong advertising and branding of the company along with recognition
from several awards
• Owned by the Govt of India, ONGC has got a strong financial backing
Strengths
• Being a government organization, slow bureaucratic decisions can reduce
efficiency
• Intense competition means limited market share growth for ONGC
Weaknesses
• Increasing fuel/oil prices means higher margins for ONGC
• Increasing natural gas market
• ONGC can increase business by more oil well discoveries
• Expand global export market and have international tie-ups
Opportunities
• Government regulations affects business of ONGC
• High competition form Indian as well as global oil companies
• Hybrid and electric cars in the market can reduce fuel consumption
• Fluctuating crude oil prices can affect the business
Threats

40
Chapter 3:
Introduction of Work
Life Balance

41
3.1 Work life balance meaning:
 A comfortable state of equilibrium achieved between an employee's primary priorities of
their employment position and their private lifestyle. Most psychologists would agree that the
demands of an employee's career should not overwhelm the individual's ability to enjoy a
satisfying personal life outside of the business environment.
 Work–life balance is the term used to describe the balance that an individual needs between
times allocated for work and other aspects of life. Areas of life other than work-life can be,
but not limited to personal interests, family and social or leisure activities. The term ‘Work-
Life Balance' is recent in origin as it was first used in UK and US in the late 1970s and 1980s
respectively. More recently the term has drawn on some confusion, this is in part due to
recent technological changes and advances that have made work and work objectives
possible to be completed on a 24 hour cycle. The use of smart phones, email, video-chat, and
other technological innovations has made it possible to work without having a typical "9 to 5
work day".
 Work Life Balance is defined as a means of flexible working or flexible leave available to
employees. These arrangements may be in addition to statutory entitlements and are
generally granted to the employee to accommodate their needs outside of the workplace.
They may be to facilitate family commitments; study or health and DCU is very supportive
of these initiatives, provided that the needs of the university are not adversely affected.
“Think of work-life balance as an equation: Mental resources + emotional
resources + physical resources (including your time) = achieving your personal
goals & fulfilling your responsibilities.”

42
3.2 Work life balance definitions:
 Work life balance is a method which helps employees of an organization to balance their
personal and professional lives. Work life balance encourages employees to divide their time
on the basis on priorities and maintain a balance by devoting time to family, health, vacations
etc along with making a career, business travel etc. It is an important concept in the world of
business as it helps to motivate the employees and increases their loyalty towards the
company.
 Work life balance named two key everyday concepts that will help us come up with a
positive and clearer definition of work-life balance: achievement and enjoyment. These two
concepts always go together, meaning you cannot have feel fulfillment out of achieving
something if you did not enjoy it, and you cannot enjoy doing something if you do not
accomplish anything. These two, together, help an individual realize the full value of life.
3.3 Work life balance by author
 According to Jenna Blum, Author of Those Who Save Us,
“I think women put so much pressure on themselves to do it all and do it 1000%, and I
sometimes think those categories are mutually exclusive. I admire my friends whose
philosophy has become, “My best at this moment is good enough.” There are no right
choices; there are the choices we make. And thank goodness, we have those choices.”
 According to Dorie Clark, Author of Stand Out,
“I think it’s unrealistic to max out in every area of your life simultaneously—there’s just
not time for everything. But if you’re able to prioritize certain elements of your life
during certain periods, you can make everything work over time.”
 According to Chris Golec, founder of Demand base,
“People tend to act like there’s a formula for work-life balance, but there isn’t,” says
Golec, a serial entrepreneur. “Put simply, work-life balance is about not requiring
unnatural things of people. In other words, recognizing that everyone is in a different
phase of life, has different challenges, and needs the freedom to handle those
obligations.

43
3.4 Work life balance important:
1. Fewer health problems
2. More engagement
3. More mindfulness
4. Lunch is important
5. Encourage "productivity phases
6. Less burnout
7. To maintain your mental health
8. To ensure your physical health and wellbeing
9. Become a more rounded individual
3.5 Types of Work life balance
1 Separate spheres:
One idea is that work is separate from life and that the two have little or no influence on
one another. There is not much evidence to support this idea overall, but some people do think of
themselves in this way.
2 Spill over:
A second idea is that work is separate from life but that one can “spill over” into the other
and have either a positive or negative influence. For example, problems at home might
negatively influence performance at work; whereas a restful vacation might positively influence
performance at work.
3 Compensatory:
A third idea is that the balance between work and life is determined by how well each
meets the needs of the individual person. For example, a person with an unsatisfying job might
instead get satisfaction by taking up an interesting hobby in their spare time; whereas a person
who is unsatisfied with their life outside of work might get satisfaction by working harder to
achieve more on the job.

44
4 Temporary trade off:
A fourth idea is that people knowingly make a tradeoff between work and life.
For example, a person might choose to work long hours in order to secure future life-related
benefits that require more money (e.g., buying a house for one’s family, saving more for
retirement).
5 Conflict:
The fifth idea is probably the most common. It is the idea that this post opened with.
There are only so many hours in a day, work and life both demand time, and there may not be
enough time for all of it (in the opening example, one might occasionally need to forgo sleep).
3.6 Reasons for imbalance in work life balance:
 Having salaries that haven't increased much, but expenses that have.
 Poor Management
 Increased responsibilities at work.
 Working longer hours.
 Increased responsibilities at home.
 Excessive multi-tasking
 Trying to work faster
 Making promises that you can’t keep
 A short temper
 Constant worrying
 Lack of control
 Stress Management
 Addictive tendencies

45
3.6 Solution of imbalance work life:
 Employers should allow employees to telework as needed.
 Employers should give their employees the necessary tech tools to get their jobs done.
 Don’t get hung up on personal versus business use of technology.
 New devices and apps can enhance collaboration, brainstorming and innovation.
 Employers should never e-mail employees when they are on vacation, unless the need is
urgent and no one else can step up to the plate.
 Bosses have to keep in mind that e-mailing at night and on weekends may help clear their
inboxes, but it can be bad for employees.
 Be practical
 If you're on a roll, don't stop
 Avoid impulse buying
 Easy Management Improvement Practices
 Take Another Look at Those Job Descriptions
 Employee Assistance Programs
 Survey Your Employees
3.7 Work life balance advantages:
1. For Business:
 React to changing market conditions more effectively and meet customer demands -
for example, shift work, part-time work and flextime can help you open longer
without making your employees work longer hours
 Meet seasonal peaks and troughs in your business
 Boost your competitiveness
 Reduce staff turnover and minimize recruitment costs - see control staff turnover
 Become recognized as a business that people want to work for and therefore you can
attract top talent

46
2. For Employees:
 Increased productivity
 Lower absenteeism
 A happier, less stressed workforce
 Improvements in employee health and well-being
 A more positive perception of you as an employer
 Greater employee loyalty, commitment and motivation
 A reduction in staff turnover and recruitment costs
3. For Employer:
 Flexible Working Hours
 Alternative Working Days
 Day Care Privileges
 Measured increases in employee accountability and commitment
 Better teamwork and communication
 Improved morale
 Increased engagement and commitment levels
 Less negative organizational stress
 Reduces Staff Turnover and Recruitment Costs
 React to changing market conditions more effectively and meet customer demands - for
example, shift work, part-time work and flextime can help you open longer without
making your employees work longer hours
 Meet seasonal peaks and troughs in your business boost your competitiveness
 Become recognized as a business that people want to work.

47
3.8 Weakness of work life balance:
1. For employees:
 Certain employees require a structured environment to thrive
 There is no clear distinction between work and home
2. For employer:
 In team-oriented departments, it may be nearly impossible to implement flexible working
schedules as teams must meet almost daily
 Although unlikely, there is a chance that your employees will take advantage of their
new-found freedom and slack off on their work. However, such an instance would be
hard to come by, even so, it would make it self-apparent quite quickly
 If you are a serial micro-manager, you may struggle to adjust your management style and
find yourself at a loss at how to direct your team
 Juggling clients can become hard, especially when those you are dealing with do not
operate in a similar manner, and expect continual 5 day a week service

48
Chapter 4: Literature
Review

49
4.1 Literature review on work life balance:
ABSTRACT
A qualitative study was completed to discover how employees of a company in the
petroleum industry define and experience the phenomenon of work-life balance, to identify the
workplace determinants of work-life imbalance and to elicit some solutions for the problem. It
was found that work-life balance is a personal issue that varies across time and situations and the
underlying conflict experienced pertains to role overload and role interference. The most
significant work-life conflict arises from complex workplace issues, including managing change,
supervisory and technical competences, leadership, roles and accountabilities, and culture.
Solutions to address the workplace issues, as well as the development of individual balance-
enabling skills, are suggested.
 Traditionally, research in the area of work-life interaction was primarily concerned with
the increased number of working mothers managing the conflict between their work and
family roles and the consequent impacts on them and their families. This has resulted in a
body of work-family interaction literature. However, because of the increased demands
of jobs and changing social expectations (Burke, 2000; Aaron-Corbin, 1999), it is
recognised that balancing issues are important for all employees regardless of gender or
parental status (Duxbury & Higgins, 2001; Grant-Vallone & Donaldson, 2001) and the
research area has subsequently expanded to incorporate the wider population and broader
non-work life activities beyond the family (Burke, 2000; Duxbury & Higgins, 2001;
Rayman, Bailyn, Dickert, Carre, Harvey, Krim & Read (1999); Whitehead, 2002)
 W LB as a belief: Guest (2002) argued that balance is determined by a person’s
subjective feelings and emotions; that is, the feeling o f living a balanced life. People
assess the balance in their life using subjective evaluations based on their beliefs and
feelings. WLB is defined as resulting from one’s belief that work and family
commitments can be facilitated and the capability o f effective negotiation with others in
their different life domains (Carlson, Grzywacz, and Zivnuska 2009). WLB is an
individual’s belief that work activities are not incompatible with non work activities and

50
as such it promotes growth that is in accordance with individual’ s current life priorities
(Kalliath et. al, 2008).
 W LB as a fit: Crooker, Smith, & Tabak, 2002 defined WLB as a fit between the
demands o f multiple roles and the availability o f personal resources.
 W LB as equilibrium: Researchers have defined WLB as a balance, harmony and
outcome o f work-family conflict or work-family enrichment (Buffardi, Smith, O ’Brien,
& Erdwins, 1999; Clark, 2001). WLB has been defined by Frone (2003) as a four-fold
taxonomy as resulting from dimensions o f direction o f influence (work to family and
family to work) and type o f effect (conflict and facilitation)
 W LB defined in terms of satisfaction; the degree o f satisfaction with work and family
role (Greenhaus et al., 2003) and a state that occurs when there is a sense of satisfaction
with work and family roles (Clark 2000).
 Murthy M. and Shastri S. (2015) observed various issues in Work Life Balance of
Parents in the paper titled "A Qualitative Study on Work Life Balance of Employees
working sector", like parenting issues: Need more time for children, Showing work
frustration on children. Marital issues: Need more time of spouse, not able to give time to
spouse. Role conflict/ Role guilt: Doubtful about how good they are in the roles that they
play at home... eg. as a mother or as a daughter in law.
 Kumaraswamy M., Ashwini S.(2015) in paper titled "Challenges in WLB of Married
working Women" studied that it is important for employees to maintain a healthy
balance between work and their private lives. Generally those employees who have better
work- life balance contribute more towards the success of the organization. The
organization can render better service to the customers by having productive and efficient
employees. Family sphere changes that have impacted the work life balance of
individuals in today's context include nuclear families, single parent households, and dual
earning parents, parents working at different locations and increasing household work.

51
 Lazar I. (2010) in paper titled "The Role of Work Life Balance Practices in Order to
Improve Organizational Performance", showcased that everyone benefits from good
practice in work- life balance. For instance: business through easier recruitment,
improved retention, and easier service delivery, as the labor market grows more skilled
and experienced people are available to work; parents and careers, who can spend quality
time at home as well as providing financial support through work; people with
disabilities, through improved access to work; and the workforce generally where they
are better able to balance their work with other aspects of their lives.
 White M. et. al. highlighted the parameters in their paper titled ‘High-performance
Management Practices, Working Hours and Work–Life Balance' regarding selected
high-performance practices and working hours on work–life balance, analysed with data
from national surveys of British employees in 1992 and 2000. Alongside long hours,
which are a constant source of negative job-to-home spillover, certain ‘high-
performance’ practices have become more strongly related to negative spillover during
this period.
 Jonathon R. B. Halbesleben and Anthony R. Wheeler (2015) in paper titled "The
costs and benefits of working with those you love: a demand/ resource perspective
on working with family" depicted that the role of working with family in the process of
employee stress and well-being has been largely ignored in the research literature. This
paper attempted to present a model, based on Edwards & Rothbard's (2000) writing in
work-family linkages, to describe the role of working with family on employee stress and
well-being. The model suggests that working with family leads to high levels of work-
family role integration, which changes the manner in which work-family linkages
function and provides unique demands and resources that shape the employees' stress
experiences.

52
 Bhandari K., Soni H. (2015) in the paper titled "Impact of Gender, Age and Work
Experience on satisfaction towards Work Life Balance” showed that Male employees
are less satisfied than Female employees because female employees get maternity leave
and males don't get any parental leave to take care of his newly born baby and his wife.
Paternity benefit as retention tool is considered as main factor for work life balance of
fathers. It's too hard for male employees to take time off during work to take personal/
family matters as male employees have all the responsibility of family including his
parents, wife and children rather than female employees. So company should be flexible
with respect to family responsibilities.

53
Chapter 5: Objective
& Problem Study

54
Objective of study:
 Object behind project to how company help to balanced employee’s personal and work
life.
 To how employees are balanced their both life.
 If don’t have policy and if they frame what to point to be consider by employees.
 To find that employees are satisfied with company’s leave policy if not so what reason
behind it.
 Why some employees are not balancing their both life.
Problem statement:
 When I went for fill up questioner that time some employees not give answer for
the question.
 Due to the time constraints the study was not able to include more samples.
 Another limitation could be lack of knowledge.
 Being a student I undertake this project as a learning experience.
I have made many mistake and then learned from them. I have tried my best to be as
authentic and as possible in the Project taking the help of my project mentor on relevant primary
and secondary data.

55
Chapter 6: Research
methodology

56
6.1 Sources of Research Data:
1. Primary Data: Questioner
2. Secondary data:
 Websites
 Newspaper
 TV media
6.2 Sampling design:
1. Same size:
 100 components
2. Type of questions:
 Structure questions
3. Tools used for analysis of data:
 Ms excel
 Google docs
4. Sample area:
 Chandkheda ONGC company
5. Types of Research:
 Descriptive

58
 Personal information
1. Gender:
Sr. Gender Percentage
1. Male 79%
2. Female 22%
INTERPRETATION:
According to research in ONGC there is 79% male ration that’s more than female
ratio.
78%
22%
Gender
Male
Female

59
2. Age:
Sr. Age Percentage (%)
1. 20-30 33%
2. 30-40 25%
3. 40-50 29%
4. More than 50 14%
INTERPRETATION:
According to ONGC research there is employee’s age Between 20 to 30. That means
company has younger and healthy unity and company more speedily growth than old times.
58%23%
10%
9%
Age
20-30
30-40
40-50
more than 50

60
3. Designations:
Sr. Designation Percentage(%)
1. CEO/Chairman/officer 26%
2. Manager 26%
3. Union manager 5%
4. Worker 44%
INTERPRETATION:
According to my research there are 43% worker’s designations which are higher
than other designation.
26%
26%
5%
43%
Designation
CEO/Chairman/officer
Manager
Union manager
Worker

61
4. Incomes:
Sr. Income Percentage(%)
1. 0-50000 15%
2. 50000-1 lack 37%
3. 1 lack-1.5 lack 24%
4. More than 1.5 lack 24%
INTERPRETATION:
As per my research most of employee salary between 50,000 to 1 lack. That
means company has good salary structure.
15%
37%
24%
24%
Income
0-50000
50000-1 lakh
1 lakh-1.5 lakh
More than 1.5 lakh

62
5. From how many years you are working in this organization?
Sr. Years Percentage(%)
1. 0-5 20%
2. 5-10 28%
3. 10-15 19%
4. More than 15 34%
INTERPRETATION:
According to research in the company most of employees which have more than
15 years experience in same organization.
20%
28%
19%
33%
Years
0-5 years
5-10 years
10-15 years
more than 15 years

63
 Questions of work life balanced
1. How many hours in the day do you normally work?
Sr. Hours Percentage (%)
1. 5-6 hours 3%
2. 6-7 hours 15%
3. 7-8 hours 51%
4. More than 9 hours 32%
INTERPRETATION:
In the research there are 50% employees who are work more than 9 hours and just
3% employees who work only 5 to 6 hours.
3%
15%
50%
32%
Hours
5-6 hours
6-7 hours
7-8 hours
more than 9 hours

64
2. How many hours you spend in travelling to work?
Sr. Travelling Hours Percentage (%)
1. Less than half hours 45%
2. Nearly 1 hours 21%
3. Nearly 1 and half hours 16%
INTERPRETATION:
As per my analysis there are 44% employees who spend their travelling time less
than half hours.
44%
21%
16%
19%
Travelling Hours
Less than half hours
Nearly 1 hours
Nearly 1 and half hours
More than 2 hours

65
3. How do you feel about the amount of time you spend on work?
Sr. Work time Percentage (%)
1. Very happy 34%
2. Happy 37%
3. Indifferent 18%
4. Unhappy 10%
5. Very unhappy 2%
INTERPRETATION:
According to research in company’s 36% employees are happy to spend time with
work.
34%
36%
18%
10%
2%
Feel work hours
Very happy
Happy
Indifferent
Unhappy
Very unhappy

66
4. Do you feel you are not able to balance your work and personal life?
Sr. Able Work balance Percentage (%)
1. Always 32%
2. Often 8%
3. Sometimes 30%
4. Rarely 27%
5. Never 3%
INTERPRETATION:
As per my analysis 32% company’s employees feel that they are not able to their
work life and personal life.
32%
8%
30%
27%
3%
Able Work balance
Always
Often
Sometimes
Rarely
Never

67
5. If you not balanced your work life so reason?
Sr. Not Work balance Percentage (60%)
1. Long working hours 25%
2. Compulsory overtime 4%
3. Shift work 20%
4. Meetings/training after office
hours
11%
INTERPRETATION:
According to research if employees not balanced their both life that main reason
is long working hours. There are 42% employees give their feedback that company’s
long hours are not balancing their both life.
42%
7%
33%
18%
Not Work balance
Long working hours
Compulsory overtime
Shift work
Meetings/training after office
hours

68
6. Are you satisfied with the working hours of the organization?
Sr. Working hours Percentage (%)
1. Yes 79%
2. No 22%
INTERPRETATION:
As per research that 79% employees are satisfied with their working hours.
79%
22%
Working hours
Yes
No

69
7. If not, specify the reasons.
Sr. Reason Percentage (22%)
1. Heavy work load 8%
2. More Work time 5%
3. Not time for family 7%
4. Travelling hour 2%
INTERPRETATION:
According to research employees give reason behind who not satisfied
with their working hours and more than 35% employees say that company’s heavy
work load is also reason for it.
36%
23%
32%
9%
Reason (22%)
Heavy work load
More Work time
Not time for family
Travelling hour

70
8. How much time you spend with family/friends?
Sr. Spend time with family Percentage (%)
1. 2-3 hours 16%
2. 3-4 hours 32%
3. 4-5 hours 14%
INTERPRETATION:
As per research most of employees are spend their time with more than 5 hours
but only 16% employees who are less time for the family.
16%
32%
14%
38%
Spend time with family
2-3 hours
3-4 hours
4-5 hours
More than 5 hours

71
9. Do you ever miss out any quality time with your family or your friends
because of pressure of work?
Sr. Work pressure Percentage (%)
1. Always 15%
2. Sometimes 43%
3. Rarely 34%
4. Never 9%
INTERPRETATION:
According to research 42% employees are sometimes missing their quality time with
their family or friends because of work load.
15%
42%
34%
9%
Work pressure
Always
Sometimes
Rarely
Never

72
10.Are you ever think about of your work when you not going to your
work?
Sr. Quality time Percentage (%)
1. Always 37%
2. Sometimes 35%
3. Rarely 24%
4. Never 5%
INTERPRETATION:
As per research when employees are on leaves that time they also think about
their work because they have tension about their work.
36%
35%
24%
5%
Quality time
Always
Sometimes
Rarely
Never

73
11. Are you satisfied with leave policy of the company?
Sr. Leave policy Percentage (%)
1. Yes 49%
2. No 52%
INTERPRETATION:
According to research nearly 49% ratio which is shows that half employees are
don’t like their company leave policy or half employees liked company leave
policy.
49%
51%
Leave policy
Yes
No

74
12.If not, specify reasons?
Sr. Reason Leave policy Percentage (52%)
1. Not approval leave 19%
2. Work on holidays 9%
3. No one job sharing 20%
4. Calls when you approvable leave 5%
INTERPRETATION:
According to research who don’t like company policy because of they have not
anyone who sharing their job that’s why company not approval their leave and
long working hours.
36%
17%
38%
9%
Reason Leave policy
Not approval leave
Work on holidays
No one job sharing
Calls when you approvable
leave

75
13.How do you manage stress arising from your work?
Sr. Stress relevant Percentage (%)
1. Yoga 10%
2. Meditation 9%
3. Entertainment 39%
4. Talk with coordinators/ friends 43%
INTERPRETATION:
As per my analysis when the employees have stress about their work that time
they are taking with their coordinator or friend because of freshen their mind and another
way that some employees choose entertainment their self.
10%
9%
39%
42%
Stress relevant
Yoga
Meditation
Entertainment
Talk with coordinators/ friends

76
14.Does the company organize Holiday camps and picnics to manage work
life and personal life?
Sr. Manage work life event Percentage (%)
1. Always 8%
2. Sometimes 28%
3. Rarely 26%
4. Never 39%
INTERPRETATION:
As per my research company not organized the picnic and family events. Most of company is
always gives work load.
8%
28%
26%
38%
Manage work life event
Always
Sometimes
Rarely
Never

77
15.Do you personally feel any of the following will help you to balance your
work life?
Sr. Help to balance work Percentage (%)
1. Flexible starting hours 24%
2. Flexible ending hours 20%
3. Job sharing 33%
4. Flexible work hours 19%
5. Counseling services 5%
INTERPRETATION:
According to my research personally asked to employees to what they want to working
hours 32% employees says that they want to person who share their job.
24%
20%
32%
19%
5%
Help to balance work
Flexible starting hours
Flexible ending hours
Job sharing
Flexible work hours
Counseling services

78
16.Do any of the following help you balance your work & family
commitment?
Sr. Commitment of work Percentage (%)
1. Working from home 15%
2. Use technology like
telephone/laptop
23%
3. Support from colleagues at work 24%
4. Support from family 26%
5. All above 35%
INTERPRETATION:
As per my analysis if the employees choose for their helping in work the most
employees choose that they want all option which I put.
12%
19%
20%
21%
28%
Commitment of work
Working from home
Use technology like
telephone/laptop
Support from colleagues at
work
Support from family
All above

79
17.What could be reason behind the fact you are not able to do work?
Sr. Commitment of work Percentage (%)
1. Responsibility to due assignment 33%
2. Undue pressure from superior 27%
3. Long commenting hours 12%
4. Non approval leave 29%
INTERPRETATION:
As per analysis reasons behind to the employees not able to work life more than
30% employees says that they have more responsibility.
32%
27%
12%
29%
Commitment of work
Responsibility to due
assignment
Undue pressure from superior
Long commenting hours
Non approval leave

80
18. Does your company have a separate policy for work life balance?
Sr. Separate policy Percentage (%)
1. Yes 20%
2. No 53%
3. Not aware 28%
INTERPRETATION:
According to my analysis more than 52% employees says that company have not
policy.
20%
52%
28%
Separate policy
Yes
No
Not aware

81
19.If not, what are the points covered if company frame separate policy?
Sr. Frame separate policy Percentage (%)
1. Holiday/paid up 30%
2. Career break 11%
3. Health programs 24%
4. Family support programs 36%
INTERPRETATION:
As per my research when we asked to employees that if company frame policy which
point they want to cover that time 35% employees believed that company have to frame policy
about family support.
30%
11%
24%
35%
Frame separate policy
Holiday/paid up
Career break
Health programs
Family support programs

83
Findings:
 In the overall project I find that ONGC most of require designations are worker and
officer.
 As per Analysis compare to female proportion higher male proportion.
 In research I find that most of employee’s ages are 20 to 30 years.
 There are some employees which are the work 9 and more hours and they work also over
time.
 As per research most of employees have more than 15 years experience.
 Company has best salary policy.
 According to my data most of employees are not satisfied with leave policy.

84
Chapter 9: Learning
from Project

85
Learning from Project:
 After making the project I learned that employees must be balancing their both life
because if they failed balanced both life that time they not doing work properly in
organization and also they not fulfill responsibility for the personal life.
 I learned from project that co-ordination must be necessary with other employees and
officers.
 They solved their problems with advised from officers and other employees.
 Company has to organized event for relaxation part of employees’ life and also balanced
their both life.
 Company has good salary structured and they also able to help for which employees who
necessary financial help. For the medical, marriage of daughter and help for education
they provide finance for that they create SAHYOG TRUST.

87
Suggestion:
 I suggest to the company that they have to check list for SAHYOG TRUST SCHEME
and they prepare check list I suggest to them format.
 Project main aim is work life balance so company must be balancing the employee life
with doing holiday campus, paid up holiday.
 Company also awarded to all employers to their work.
 Company also organized family programs.
 Companies have to post 2 employees for 1 post because of sharing of jobs.
 I suggest to the company that company increase the number of events and also increase
number of leave to balanced employees both life.

89
Conclusion:
After studying the detail of O.N.G.C LTD I reached at conclusion that O.N.G.C has
achieved its entire desire goal with its hard work and unique idea. O.N.G.C is having a good
manpower and provides good facilities to their employees. As I study there I conclude that
company doesn’t have better work life balance. Company has employees but employees don’t
have any person to sharing their job. As per analysis company has to doing family program and
increase in leaves foe balanced employees both life. As per my opinion that O.N.G.C. has a wide
scope to develop in coming years. ONGC is successful company in India because their
employers are doing hard work on their way and ONGC support them.

91
BIBLIOGRAPHY
 https://www.ongcindia.com/wps/wcm/connect/en/about-ongc/ongc-at-a-glance/corporate-profile/
 www.ongcvidesh.com.
 https://www.ongcindia.com/wps/wcm/connect/en/about-ongc/vision-and-mission/
 https://www.ongcindia.com/wps/wcm/connect/en/about-ongc/ongc-at-a-glance/oil-and-gas-
industry/
 https://www.hierarchystructure.com/ongc-management-hierarchy/
 https://www.ongcindia.com/wps/wcm/connect/en/csr/csr-projects/
Industry
 https://www.ibef.org/industry/oil-gas-india.aspx
 http://www.makeinindia.com/sector/oil-and-gas
 file:///C:/Users/prem/Desktop/ongc/9783642142338-c2.pdf
 http://www.investinindia.com/industry/oil-and-gas/oil-and-gas-industry
 https://www.greekenergyforum.com/publications/studies/2016/porters-five-forces-model-for-the-
oil-gas-industry/
 https://exclusive-paper.net/essays/analysis/swot-analysis-of-oil-companies.php
 https://www.fsdhsecurities.com/wp-
content/uploads/2018/04/Downstream_Petroleum_Industry_Report-2015.pdf
 https://www.energydigital.com/utilities/top-10-oil-and-gas-companies-world
 http://shodh.inflibnet.ac.in/bitstream/123456789/4035/3/03_liteature%20review.pdf
Topic
 http://www.businessdictionary.com/definition/work-life-balance.html
 https://www.mbaskool.com/business-concepts/human-resources-hr-terms/7045-work-life-
balance.html
 https://www.cleverism.com/work-life-balance/
 https://www.huffingtonpost.com/susie-orman-schnall/14-authors-sound-off-on-
w_b_9161050.html
 https://the-happiness-index.com/importance-of-work-life-balance/
 https://www.aib.edu.au/blog/balance-wellbeing/work-life-balance-is-important/
 https://www.coburgbanks.co.uk/blog/candidate-tips/importance-of-maintaining-work-life-
balance/
 http://www.cangrade.com/blog/2014/09/05/5-different-types-work-life-balance/

92
 https://www.forbes.com/sites/rachelritlop/2016/11/01/9-signs-you-have-no-work-life-
balance/#610a0b3b572c
 https://www.businessnewsdaily.com/7960-poor-work-life-balance.html
 https://pingboard.com/work-life-balance/
 https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/10-ways-work-life.aspx
 https://blog.connectfirst.com/5-ways-to-help-employees-with-work-life-balance
 https://www.nibusinessinfo.co.uk/content/advantages-improved-worklife-balance
 http://www.josephchris.com/benefits-of-work-life-balance-for-employees-and-employers
 https://www.paramountbb.com.au/advantages-disadvantages-of-flexible-work/
 http://shodhganga.inflibnet.ac.in/bitstream/10603/183459/17/11_chapter%202.pdf

Questioner
 http://www.projects4mba.com/questionnaire-on-work-life-balance/311/
 http://shodhganga.inflibnet.ac.in/bitstream/10603/37171/18/18_appendix.pdf

Employee's work life balance in ONGC-A'Bad

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